Journal of Public Relations Research

Taylor, Maureen; Kent, Michael L.

2014 Journal of Public Relations Research

doi: 10.1080/1062726X.2014.956106

The principle of engagement underlies much of the relational and organization–public communication research. Unfortunately, the principle of engagement suffers from a lack of clarity in the public relations literature. Use of the term engagement varies widely. This article clarifies the principle of engagement by positioning it within dialogue theory. We posit a conceptualization of engagement as: Engagement is part of dialogue and through engagement, organizations and publics can make decisions that create social capital. Engagement is both an orientation that influences interactions and the approach that guides the process of interactions among groups.

Kang, Minjeong

2014 Journal of Public Relations Research

doi: 10.1080/1062726X.2014.956107

The concept of public engagement has suffered from a lack of a clear theoretical definition and sound operationalization. This study conceptualized and operationalized public engagement at the individual level and tested the micro-model of public engagement in relation to key public relations concepts and supportive behavioral intentions. Further, the study tried to bring the affective component into public relations scholarship by introducing engagement as a behavioral motivator that elicits individual publics' supportive behaviors toward an organization. The results showed the proposed 13-item scale of public engagement was sound in reliability and validity and found support for the proposed model as well as the mediation of public engagement.

Men, Linjuan Rita; Tsai, Wan-Hsiu Sunny

2014 Journal of Public Relations Research

doi: 10.1080/1062726X.2014.951047

This study proposes and tests a conceptual model that not only measures public engagement with corporate pages on social networking sites, but also evaluates the influence of such engagement on important perceptual, relational, and behavioral outcomes. Study results provide empirical evidence of the positive effects of public engagement on perceived corporate authenticity, organizational transparency, organization–public relationships, and public advocacy. Findings underscore the importance of public engagement via social media on enhancing perceived corporate transparency and authenticity, and thereby cultivating strong relationships. Additionally, organization–public relationships emerged as a deciding factor driving the effects of public engagement on advocacy behaviors.

Devin, Bree L.; Lane, Anne B.

2014 Journal of Public Relations Research

doi: 10.1080/1062726X.2014.956104

Organizations are increasingly seeking stakeholder support through engagement to demonstrate their corporate social responsibility (CSR) credentials. These credentials are, in turn, used to support claims of legitimacy for organizational operations. This article uses a process model of antecedents, implementation, and consequences to study the connection between engagement and CSR. CSR reports show organizations perceive engagement in CSR as both communication and activities between organizations and their stakeholders; and as a second, meta-level of communication about that engagement with stakeholders beyond those directly involved, thereby broadening the scope of organizational claims to legitimacy. Understanding what engagement is and how and why it is carried out in CSR provides a framework for understanding engagement in public relations.

O'Byrne, Susan; Daymon, Christine

2014 Journal of Public Relations Research

doi: 10.1080/1062726X.2014.956105

The study investigates how shareholders are constructed and engaged with through public relations in the Australian financial sector. The web sites and annual and sustainability reports of major Australian companies and investment funds were examined through qualitative content analysis. Findings indicate that a hierarchical distinction exists within the discrete but amorphous stakeholder group known as shareholders, where privilege and disadvantage exist alongside disparate levels of power and agency. This is perpetuated by and through irresponsible public relations, which constructs a discourse of ownership that excludes citizens as legitimate stakeholders limiting their capacity to influence more ethical corporate decisions and practices. Recommendations are offered for how public relations might engage shareholders more responsibly.